Risk-Based Audit Plan 2017-2018 to 2019-2020

March 2017

PDF Version (324 Kb, 29 Pages)

 

Table of contents

 

 

Introduction

The Treasury Board Policy on Internal Audit (April 2017) seeks to ensure that the oversight of public resources throughout the federal public administration is informed by a professional and objective internal audit function that is independent of departmental management. In response to this requirement, Indigenous and Northern Affairs Canada (INAC) has developed this three-year Risk-Based Audit Plan. This plan details the assurance services that Audit and Assurance Services Branch will provide, independent of line management, to sustain a strong, credible internal audit regime that supports the Deputy Minister in the role of accounting officer and contributes directly and proactively to sound risk management, control and governance.

Purpose

The Audit and Assurance Services Branch (AASB) of INAC has prepared this document for the Deputy Minister to outline the 2017-2018 to 2019-2020 Risk-Based Audit Plan for INAC. The plan is designed to support the allocation of audit resources to those areas that represent the most significant risks to the achievement of INAC's objectives and to respond to the requirements of the Treasury Board Policy on Internal Audit (April 1, 2017). In considering the appropriateness of the plan, the Deputy Minister is advised by an independent, departmental Audit Committee, comprised of five external members.  

Document Organization


Introduction
This section provides an overview of the role of the internal audit function and Treasury Board expectations with respect to audit in order to provide the reader with the context for the Plan.
Risk-Based Audit Planning Approach This section describes the process followed to develop the Plan.

The Three-Year Risk-Based Audit Plan
This section details the comprehensive plan for the 2017-2018 to 2019-2020 fiscal years, including a summary of activities over three years.
Resource Considerations This section details the resource considerations required to execute the Plan.
Appendices This section provides various detailed tables to further describe the Plan.

The Role and Scope of Internal Audit

Internal audit plays a vital role in governance and accountability. Without a strong, objective and independent assurance function, the effectiveness of the overall governance framework of an organization is severely weakened. With an effective internal audit function, there is greater confidence that the decisions being taken are informed by appropriate information on governance, risk management and control. Internal audit’s systematic and disciplined approach adds value and improves an organization’s operations.

Through the Federal Accountability Act (2006) and Action Plan, the Government of Canada committed to strengthen auditing and accountability within Departments by clarifying the managerial responsibilities of deputy heads within the framework of ministerial responsibility and by enhancing the internal audit function.

The role of INAC's internal audit function is to ensure that, in conjunction with advice from the Audit Committee, the Deputy Minister is provided with independent assurance as to whether departmental activities are managed in a way that demonstrates responsible stewardship to Canadians. The internal audit function fulfils this role by bringing a systematic, disciplined approach to assessing and improving the effectiveness of the Department's risk management, control and governance processes.

The scope of work of the internal audit function is to assess if INAC's network of risk management, control, and governance processes (as designed and represented by management) is adequate and functioning such that:

  • Risks are appropriately identified and managed;
  • Financial, managerial, and operational information is accurate, reliable, and timely;
  • Compliance with policies, standards, procedures and applicable laws and regulations is achieved;
  • Resources are acquired economically, used effectively and adequately protected;
  • Programs, plans and objectives are achieved;
  • Quality and continuous improvement are fostered in the Department's control processes; and,
  • Legislative or regulatory issues affecting the Department are recognized and addressed properly.

When opportunities for improving management control, governance or resource stewardship are identified in audits, they are communicated to the suitable level of management so that appropriate action can be taken.

The internal audit function plays an important role in supporting departmental operations. It provides assurance on all the important aspects of the risk management strategy and practices, management control frameworks and practices, and governance. Where control weaknesses exist and where the achievement of objectives is at risk, internal audit plays a role in providing constructive advice and recommendations. In this way, internal audit contributes to enhanced accountability and performance.

Treasury Board Policy Requirements

INAC is subject to the Treasury Board Policy on Internal Audit. This policy states that the internal audit function in the Government of Canada "…is a professional and objective function that is independent of departmental management".

The Policy on Internal Audit requires the Deputy Minister to approve a risk-based audit plan that spans multiple years, focuses primarily on assurance and considers departmental areas of high risk and significance, as well as horizontal audits led by the Comptroller General, planned audits led by external assurance providers and other departments as appropriate, and other oversight engagements. The Treasury Board Directive on Internal Audit (April 1, 2017) requires that the Chief Audit Executive "…establish at least annually, and update as required, a departmental risk-based audit plan that spans multiple years, focuses primarily on providing assurance services, is recommended by the departmental audit committee and approved by the Deputy Head".

The Treasury Board specifies that "the Chief Audit Executive is responsible for applying the Institute of Internal Auditors' (IIA) International Professional Practices Framework in the department, unless the framework is in conflict with the Treasury Board Policy on Internal Audit or the directive, if there is a conflict, the Policy, or Directive will prevail".

The Chief Financial Officer's Statement of Management Responsibility including Internal Control over Financial Reporting, and reports of other assurance agencies, provide departmental senior management and the Comptroller General with assurance on the Department's risk management, controls and governance processes.

 

 

Risk-Based Audit Planning Approach

o meet the requirement of the Directive on Internal Audit for the establishment at least annually, and updated as required, a departmental risk-based audit plan, the Audit and Assurance Services Branch’s assessment of INAC’s areas of risk was reviewed and updated to ensure that audit resources continue to be targeted to areas of highest risk and significance.

Conduct and Timing of an Internal Audit
Once approved, the Risk-Based Audit Plan provides AASB with the Deputy Minister’s direction on what specific audits should be undertaken in the coming year. Each audit consists of the following phases:

The Planning Phase is undertaken to gain an understanding of the commitments, objectives, activities, key risks and controls of the area subject to audit. The audit objectives and scope are finalized and audit criteria are established.

During the Conduct Phase, auditors carry out the audit program to ascertain whether each audit criterion is satisfied. Auditors conduct interviews, review documentation, perform analysis, observe activities and employ other techniques to obtain sufficient, relevant and reliable information to reach conclusions and support preliminary findings. Findings are reviewed with management to validate accuracy.

During the Reporting Phase, the draft audit report is prepared outlining background and context, and the auditor’s findings, conclusions and recommendations. Management presenting a Management Response and Action Plan outlining their response to the findings as well as the corrective action planned to mitigate the identified control gaps.

In the Follow-up Phase, action is taken to ensure that the required measures have indeed been implemented.

The audit may last three to twelve months depending on the size and complexity of the area subject to audit as well as the specific scope and objectives of the engagement.

In establishing priorities for the Risk-Based Audit Plan, AASB employed a risk-based approach. As a first step in updating the Risk-Based Audit Plan, AASB reviewed the audit universe to confirm that the existing auditable unitsFootnote 1 were still valid. The audit universe is a collection of all auditable units. The auditable units generally correspond to the programs and sub-programs identified in INAC's Program Alignment Architecture (PAA) and to the major organizational units of the Department (Appendix A presents the entire INAC audit universe). In total, there are 38 program units and 45 internal services units.

AASB then reviewed departmental priorities, business conditions, risks and the associated mitigating controls as identified in a wide variety of sources, including, but not limited to, corporate, sector and program risk profiles, corporate and sector business plans, past audits, evaluation and review reports, and last year's risk-based planning exercise. The purpose of this review was to determine if the risk ratings as determined in last year's process continue to be valid. Based on this determination, changes were made to more accurately reflect the current risk of each auditable unit. The distribution of auditable units by rank is displayed in Figure 1.

 

Figure 1 - Auditable Units Priority Rankings

Auditable Units Priority Rankings
Description of Figure 1 - Auditable Units Priority Rankings

The chart illustrates the final priority rankings for each auditable unit of INAC's audit universe. The priority rankings are as follows:

  • Very High: 31% or 26 auditable units
  • High: 34% or 28 auditable units
  • Moderate: 23% or 19 auditable units
  • Low: 8% or 7 auditable units
  • Not rated: 4% or 3 auditable units
 

This process became the basis for the development of an initial listing of potential audit projects over the three-year horizon of the Plan. To develop the Plan, the auditable units assigned a Very High and High risk rating and which were deemed worthy of attention were preliminarily assigned audits within the three years of the Plan. Once the audit priorities were determined, the timing of each audit was reviewed, taking into account the following planning considerations:

After making adjustments to take into consideration feedback received from senior management, the Plan was then presented to Audit Committee members for their review and recommendation for approval by the Deputy Minister. The implementation of the Risk-Based Audit Plan will be monitored on a regular basis throughout the year and proposed changes will be reviewed and formally recommended for the Deputy Minister's approval by the Audit Committee. An update of the Plan will be presented at the mid-year meeting of the Audit Committee to confirm that it still provides appropriate coverage over the departmental priorities and highest risks.

 

 

The Three Year Risk-Based Audit Plan

This section presents an overview of the INAC 2017-2018 to 2019-2020 Risk-Based Audit Plan.

Audit Coverage

INAC’s Risk-Based Audit Plan 2017-2018 to 2019-2020 addresses areas of highest priority.

This section describes how the Plan addresses areas of higher risk and significance. As detailed in Appendix A, there is coverage of all auditable units rated as High or Very High risk; for which it was determined that audit work is a priority during the three-year period. The Corporate Risk Profile is management’s point in time reflection of the most significant risks to the achievement of INAC’s objectives. AASB seeks to ensure that all of these risks are covered in the planned audits. Figure 2 summarizes the number of 2017-2018 audits that will address one or more of the corporate risks. Appendix B presents the linkage of specific planned audits to corporate risks.

Figure 2: Coverage of Corporate Risks

Coverage of Corporate Risks
Description of Figure 2: Coverage of Corporate Risks

The graph illustrates the extent to which INAC corporate risks are covered by the new and ongoing audit projects in 2017-2018. Please note that individual projects may cover one or more risk area. The coverage is as follows:

  • Environmental: 1
  • Legal: 10
  • External Relationship: 6
  • Indigenous Relationship: 12
  • Government Partnership: 10
  • Implementation: 10
  • Information for Decision Making: 16
  • HR Capacity and Capabilities: 10
 

In support of the Chief Audit Executive’s annual report to the Deputy Minister and the Audit Committee, the Plan endeavours to address all elements of Treasury Board’s Management Accountability Framework (MAF). Figure 3 summarizes the extent to which the elements of this framework are covered in the planned audits for 2017-2018. Appendix C describes these linkages in greater detail.

Figure 3: Coverage of MAF/ Core Management Control Elements

Coverage of MAF/ Core Management Control Elements
Description of Figure 3: Coverage of MAF/ Core Management Control Elements

The graph illustrates the extent to which the elements of the Treasury Board’s Management Accountability Framework are covered by the number of planned audit projects for 2017-2018 in each Management Area. The coverage is as follows:

  • People Management: 4
  • Financial Management: 7
  • Management of Integrated Risk, Planning and Performance: 17
  • IM/IT Management: 4
  • Management of Acquired Services and Assets: 4
  • Security Management: 4
  • Service Management: 9
 

2017-2018 to 2019-2020 Risk-Based Audit Plan

Table 1 outlines the number of planned internal audits, reviews, and OCG audits for each of the three years of the Plan.

TABLE 1 2016-17
Ongoing
2017-2018 2018-2019 2019-2020
Audits 3 13 15 15
Management Practices Reviews 0 2 0 0
Office of the Comptroller General Horizontal Internal Audits 0 1 1 1*
Senior Management Requested Audit – to be determined 0 1 1 1
Total 3 17 17 17

* To be determined following the update of the OCG Risk-based Audit Plan in 2018-19

Table 2 presents the planned audits for 2017-2018 and identifies the audit priority assigned to each and the fiscal quarter in which each is expected to begin and in which the results are expected to be presented to the Audit Committee (denoted as "AC" in the table). The detailed audit plan for 2017-2018, including project objective, scope and rationale, is presented in Appendix D.

Table 3 lists the proposed audits for 2018-2019 and 2019-2020 and their respective audit priority rankings. The audit plans for 2018-2019 and 2019-2020 are tentative and the selection and timing of audits will be revisited during next year’s annual planning exercise.

TABLE 2 - 2017-2018 Audit Plan
  Priority 2016-17
(ongoing)
2017-18
(Year 1)
Q3 Q4 Q1 Q2 Q3 Q4
Ongoing (Projects commenced in 2016-17 to be completed in 2017-18)
1. Audit of the Elementary and Secondary Education Program [5 % to complete) Very High   AC  
2. Audit of Business Continuity Planning [40% to complete] Very High   AC  
3. Audit of the Additions to Reserve Process [5% to complete] High   AC  
2017-2018
1. Audit of IT Security High   AC  
2. Audit of Physical Security High   AC  
3. Management Practices Review of the Nunavut Region High   AC  
4. Management Practices Review of the Yukon Region High   AC  
5. Audit of INAC's Engagement with Indigenous Nations Very High     AC  
6. Audit of Data Management and Decision Support Very High     AC  
7. Audit of Consultation and Accommodations Very High     AC  
8. Audit of Internal Controls over Financial Management High     AC  
9. Audit of Litigation Management High     AC  
10. System Under Development Audit of the Indian Registration and Estates Management System Very High     AC
11. Audit of INAC’s Policy Development Process Very High     AC
12. Audit of Contingent Liabilities Very High     AC
13. Audit of the Economic Development Programs High     AC
14. Audit of the Management Control Framework for Grants and Contributions 2017-2018 (conducted annually) Very High     **
15. Audit of INAC’s Capacity Strengthening Supports to Community Governments Program Very High     **
16. Office of the Comptroller General Horizontal Internal Audit of Human Resource Planning High     **
17. Senior Management Requested Audit(s) High  

** To be determined

 

TABLE 3 - 2018 -2019 to 2019 -2020 Audit Plan

2018-2019 Priority
1. Audit of the Management Control Framework for Grants and Contributions 2018-2019 (conducted annually) Very High
2. Audit of INAC's Support to the Specific Claims Process Very High
3. Audit of IM/IT Governance Very High
4. Audit of the Income Assistance Program Very High
5. Audit of Family Violence Prevention Programming High
6. Audit of Project Management High
7. Audit of Lands Management High
8. Audit of INAC's Process to Support Legislative and Regulatory Drafting High
9. Audit of Classification Policies and Procedures High
10. Audit of Internal Communications High
11. Audit of the Urban Indigenous Participation Program High
12. Audit of Nutrition North Canada High
13. Audit of Occupational Health and Safety High
14. Audit of Financial Planning, Forecasting and Budgeting High
15. Audit of Accounts Receivable High
16. Office of the Comptroller General Horizontal Internal Audit of Costing Information for Decision-Making High
17. Senior Management Requested Audit(s) High
2019-2020 Priority
1. Audit of the Management Control Framework for Grants and Contributions 2019-2020 (conducted annually) Very High
2. Audit of the First Nations Child and Family Services Program Very High
3. Audit of the On-Reserve Housing Program Very High
4. Audit of the Contaminated Sites Programs Very High
5. Audit of the Education Information System Very High
6. Audit of the Implementation of Modern Treaty Obligations Very High
7. Audit of the Negotiation of Comprehension Land Claims and Self Government Agreements Very High
8. Audit of the Emergency Management Assistance Program Very High
9. Audit of the Employee Departure Process Very High
10. Audit of Payables at Year-End High
11. Audit of Contracting High
12. Audit of the Métis Relations and Rights Management, and Non-Status Indian Relations Program High
13. Audit of Integrated Business Planning High
14. Audit of the Management of Internal Allegations and Complaints High
15. Audit of the Assisted Living Program High
16. Office of the Comptroller General Horizontal Internal Audit – To Be Determined High
17. Senior Management Requested Audit(s) High
 

Changes to the Plan

INAC's Risk Based Audit Plan is updated annually with adjustments during the year, if necessary. This year's audit plan is an evolution of the 2016-2017 to 2018-2019 Plan and, as such, includes three on-going audits that will be completed in 2017-2018. Other projects have been cancelled or deferred as a result of changing business priorities and conditions. Details of these changes can be found in Appendix E.

Challenges to Achieving Fulfillment of the Three-Year Plan

INAC programs and services are delivered in a complex policy and political environment that is constantly evolving and shifting from a legalistic approach to a policy-based approach that is more focused on reconciliation, partnerships, and the sustainable development of Indigenous communities. Two risk factors that were identified in the 2015-2016 Corporate Risk Profile are of particular importance to the successful implementation of the Risk-Based Audit Plan. These are: (1) the risk related to the availability of timely, pertinent, consistent, and accurate information; and, (2) the risk related to the need to attract, recruit and retain sufficiently qualified, experienced and representative employees. Given this context, the Plan allows flexibility to respond to emerging risks and policy or program changes. If these risks or changes emerge and suggest higher priority audit activity, the Plan will be adjusted so that AASB can undertake appropriate responses.

To support the need for flexibility, AASB has adopted an approach whereby internal resources are supplemented with qualified contractors. Considering the cross-government shortage of qualified auditors, this approach not only allows AASB to access required capacity and skills but also facilitates transfer of knowledge and skills to internal resources, thereby building internal capacity. The establishment of the Professional Audit Support Services Supply Arrangement (PASS) by AASB has contributed to more efficient contracting and has helped to overcome some of these challenges.

 

 

Resource Considerations

This section presents the resource requirements of all internal audit activities planned for 2017-2018. Projects undertaken will depend on the availability of financial and human resources. The estimated resource requirements for small, medium, and large projects have been updated to reflect current forecasts and are consistent with the results of historical project cost analysis for the last three fiscal years (2014-15 to 2016-17). This approach has proven to be the most accurate basis for forecasting costs, as specific requirements can only be determined once audit planning has been completed.

The Audit and Assurance Services Branch’s assurance activities represent 92% (91% for INAC-led and 1% for OCG-led) of branch resource requirements. Other internal audit activities, including monitoring of action plans from past audits, annual audit planning, Quality Assurance and Improvement, reporting, learning and development, and liaison with OAG and other external assurance providers represents 8%.

Resource Requirements

While the level of effort and cost will vary from project to project, it is our professional opinion that this level of resourcing is adequate to achieve the Plan.

 

 

Appendix A – INAC Audit Universe

VERY HIGH RISK AUDITABLE UNITS AND RELATED AUDIT ACTIVITY 2017-18 to 2019-20
Departmental Program Auditable Units (13 ) Planned Audit(s)
First Nations Child and Family Services Audit of the First Nations Child and Family Services Program (2019-2020)
Housing Audit of the On-Reserve Housing Program (2019-2020)
Contaminated Sites Audit of the Contaminated Sites Program (2019-2020)
Elementary and Secondary Education Audit of the Elementary and Secondary Education Program (CFWD to 2017-2018)
Audit of the Education Information System (2019-2020)
Specific Claims Audit of INAC's Support to the Specific Claims Process (2018-2019)
Registration and Membership System Under Development  Audit of the Indian Registration and Estates Management System (2017-2018)
Water and Wastewater Audit of the On-Reserve Housing Program (2019-2020)
Income Assistance Audit of the Income Assistance Program (2018-2019)
First Nation Governments Audit of INAC's Capacity Strengthening Supports to Community Governments Program (2017-2018)
Management and Implementation of Agreements and Treaties Audit of the Implementation of Modern Treaty Obligations (2019-2020)
Negotiations of Claims and Self-Government Agreements Audit of the Negotiation of Comprehensive Land Claims and Self-Government Agreements (2019-2020)
Consultation and Accommodation Audit of Consultation and Accommodation (2017-2018)
Emergency Management Assistance Audit of the Emergency Management Assistance Program (2019-2020)
Very HIGH RISK AUDITABLE UNITS AND RELATED AUDIT ACTIVITY 2017-18 to 2019-20
Internal Services Auditable Units (13) Planned Audit(s)
Managing Public Consultation and Stakeholder Engagement Audit of INAC's Engagement with Indigenous Nations (2017-2018)
Grants and Contributions Controls Audit of the Management Control Framework for Grants and Contributions (2017-2018)
Audit of the Management Control Framework for Grants and Contributions (2018-2019)
Audit of the Management Control Framework for Grants and Contributions (2019-2020)
Strategic Policy Development and Government Relations Audit of INAC's Policy Development Process (2017-2018)
Continuity of Operations Audit of Business Continuity Planning (CFWD to 2017-2018)
Liabilities Audit of Contingent Liabilities (2017-2018)
Audit of Payables at Year End (2019-2020)
Data Management Services Audit of Data Management and Decision Support (2017-2018)
Records, Document Management and Archival Services Audit of Data Management and Decision Support (2017-2018)
Business Intelligence and Decision Support Services Audit of Data Management and Decision Support (2017-2018)
Office of the Comptroller General Horizontal Internal Audit of Costing Information for Decision Making (2018-2019)
IM Program Management Audit of IM/IT Governance (2018-2019)
Performance Measurement and Reporting Audit of Data Management and Decision Support (2017-2018)
Employee Staffing and Orientation Office of the Comptroller General Horizontal Internal Audit of Human Resource Planning (2017-2018)
Audit of the Employee Departure Process (2019-2020)
Application and Database Development and Maintenance Audit of IM/IT Governance (2018-2019)
IT Program Management Audit of IM/IT Governance (2018-2019)
 
HIGH RISK AUDITABLE UNITS AND RELATED AUDIT ACTIVITY 2017-2018 to 2019-2020
Departmental Program Auditable Units (12) Planned Audit(s)
Family Violence Prevention Audit of Family Violence Prevention Programming (2018-2019)
Education Facilities Audit of the On-Reserve Housing Program (2019-2020)
Métis Relations and Rights Management, and Non-Status Indian Relations Audit of Metis Relations and Rights Management, and Non-Status Indian Relations Program (2019-2020)
Other Community Infrastructure and Activities Audit of the On-Reserve Housing Program (2019-2020)
Aboriginal Governance Institutions and Organizations Audit of INAC's Capacity Strengthening Supports to Community Governments Program (2017-2018)
Administration of Reserve Land Audit of the Additions to Reserve Process (CFWD to 2017-2018)
Audit of Lands Management  (2018-2019)
Contaminated Sites (On-Reserve) Audit of the Contaminated Sites Program (2019-2020)
Urban Indigenous Participation Audit of the Urban Indigenous Participation Program (2018-2019)
Nutrition North Audit of Nutrition North Canada (2018-2019)
Assisted Living Audit of the Assisted Living Program (2019-2020)
Lands and Economic Development Services Audit of the Economic Development Programs (2017-2018)
Investment in Economic Opportunities Audit of the Economic Development Programs (2017-2018)
 
HIGH RISK AUDITABLE UNITS AND RELATED AUDIT ACTIVITY 2017-2018 to 2019-2020
Internal Services Auditable Units (16) Planned Audit(s)
Expenditure Control Audit of Internal Controls over Financial Management (2017-2018)
Audit of Payables at Year-End (2019-2020)
Acquisition Management Audit of Contracting (2019-2020)
Departmental Project Management and Oversight Audit of Project Management (2018-2019)
HR Planning and Reporting Office of the Comptroller General Horizontal Internal Audit of Human Resource Planning (2017-2018)
Audit of Integrated Business Planning (2019-2020)
Organizational Design and Job and Position Management Office of the Comptroller General Horizontal Internal Audit of Human Resource Planning (2017-2018)
Audit of Classification Policies and Procedures (2018-2019)
Litigation Management Audit of Litigation Management (2017-2018)
Legislative and Regulatory Drafting Audit of INAC's Process to Support Legislative and Regulatory Drafting (2018-2019)
IT Security Audit of IT Security (2017-2018)
Strategic and Business Planning Office of the Comptroller General Horizontal Internal Audit of Human Resource Planning (2017-2018)
Audit of Integrated Business Planning (2019-2020)
Physical Security Audit of Physical Security (2017-2018)
Communications Audit of Internal Communications (2018-2019)
Workplace Management and Labour Relations Audit of Occupational Health and Safety (2018-2019)
Values and Ethics Audit of the Management of Internal Allegations and Complaints (2019-2020)
Financial Planning and Budgeting Audit of Financial Planning, Forecasting and Budgeting (2018-2019)
Loans and Accounts Receivables Audit of Accounts Receivable (2018-2019)
Production and Operations Computing Audit of IM/IT Governance (2018-2019)
 
MODERATE RISK AUDITABLE UNITS 2017-2018 TO 2019-2020 (NOT AUDITED)
Departmental Program Auditable Units (9) Internal Services Auditable Units (10)
Post-Secondary Education Investment Planning
Residential Schools Resolution Employee Performance, Learning, Development and Recognition
Political Development, Intergovernmental and Inuit Relations Accommodations and Property Management
Science Initiatives ATIP Management
Petroleum and Minerals Compensation and Benefits (Payroll)
Strategic Partnerships External Reporting
Climate Change Adaptation and Clean Energy Web Content Management Services
Land and Water Management Distributed Computing
Business Capital and Support Services Telecommunications Network
  Revenues
 
LOW RISK AUDITABLE UNITS 2017-2018 TO 2019-2020 (NOT AUDITED)
Departmental Program Auditable Units (4) Internal Services Auditable Units (3)
Business Opportunities Official Languages
Northern Contaminants Material Management
Estates Library Services and Information Centre
Climate Resilience  
 
NOT RATED AUDITABLE UNITS 2017-2018 TO 2019-2020 (NOT AUDITED)
Departmental Program Auditable Units (0) Internal Services Auditable Units (3)
  Risk Management
  Departmental Audit and Evaluation
  Legal Advisory Services
 

 

Appendix B – Linkage of 2017-2018 Audits to the Corporate Risk Profile


2017-2018 Audit Projects
Human Resource Capacity Information for Decision-Making
Implementation
Government Partnership Indigenous Relationship External Relationship
Legal

Environmental
Ongoing
Audit of the Elementary and Secondary Education Program   Selected Selected   Selected Selected Selected  
Audit of the Additions to Reserve Process   Selected Selected Selected Selected  
Audit of Business Continuity Planning Selected     Selected   Selected Selected  
2017-2018 Projects
Audit of IT Security Selected Selected Selected Selected        
Audit of Physical Security Selected Selected Selected Selected        
Management Practices Review of the Nunavut Region Selected Selected   Selected Selected      
Management Practices Review of the Yukon Region Selected Selected   Selected Selected      
Audit of INAC's Engagement with Indigenous Nations       Selected Selected Selected    
Audit of Data Management and Decision Support Selected Selected Selected          
Audit of Consultation and Accommodation Selected Selected Selected Selected Selected   Selected  
Audit of Internal Controls over Financial Management Selected Selected Selected          
Audit of Litigation Management Selected   Selected Selected Selected   Selected  
System Under Development Audit of the Indian Registration and Estate Management System     Selected   Selected   Selected  
Audit of INAC's Policy Development Process   Selected Selected   Selected   Selected  
Audit of Contingent Liabilities   Selected         Selected Selected
Audit of the Economic Development Programs   Selected Selected   Selected Selected Selected  
Audit of the Management Control Framework for Grants and Contributions 2017-2018   Selected   Selected Selected Selected    
Audit of INAC's Capacity Strengthening Supports to Community Governments Program   Selected Selected   Selected Selected Selected  
Office of the Comptroller General Horizontal Internal Audit of Human Resource Planning Selected Selected            
Senior Management Requested Audit(s)                
 

 

Appendix C – Linkage of 2017-2018 Audits to MAF elements


2017-2018 Audit Projects
Service Management Security Management Management of Acquired and Assets Services IM/IT Management Management of Integrated Risk, Planning and Performance Financial Management People Management
Ongoing
Audit of the Elementary and Secondary Education Program Selected       Selected Selected  
Audit of the Additions to Reserve Process Selected       Selected
Audit of Business Continuity Planning   Selected     Selected    
2017-2018 Projects
Audit of IT Security   Selected Selected Selected      
Audit of Physical Security   Selected Selected       Selected
Management Practices Review of the Nunavut Region Selected   Selected   Selected Selected Selected
Management Practices Review of the Yukon Region Selected   Selected   Selected Selected Selected
Audit of INAC's Engagement with ndigenous Nations Selected       Selected  
Audit of Data Management and Decision Support       Selected Selected    
Audit of Consultation and Accommodation Selected       Selected    
Audit of Internal Controls over Financial Management       Selected Selected Selected  
Audit of Litigation Management Selected       Selected    
System Under Development Audit of the Indian Registration and Estate Management System Selected Selected   Selected Selected Selected  
Audit of INAC's Policy Development Process         Selected    
Audit of Contingent Liabilities         Selected Selected  
Audit of the Economic Development Programs Selected       Selected    
Audit of the Management Control Framework for Grants and Contributions 2017-2018 Selected       Selected Selected  
Audit of INAC's Capacity Strengthening Supports to Community Governments Program Selected       Selected    
Office of the Comptroller General Horizontal Internal Audit of Human Resource Planning         Selected   Selected
Senior Management Requested Audit(s)              
 

 

Appendix D – 2017-2018 Audit Projects

The detailed audit plan for 2017-2018 is presented below, with each project described in terms of its preliminary objective, preliminary scope and rationale. For all planned audits, the final objective and scope will be determined at the end of the planning phase, based on an assessment of risk.

Audit Objective and Scope Rationale for Conduct
Audit of IT Security High

The preliminary objective of the audit is to assess the Department’s compliance with the Treasury Board Policy on Government Security and the Operational Security Standard: Management of Information Technology Security; and, selected control frameworks in place to mitigate IT security risks.

The preliminary scope will include an assessment of the adequacy and effectiveness of the governance framework and internal controls in place over IT security to protect the security of departmental information.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: IT Security

Maps to Corporate Risk Profile

  • HR Capacity
  • Information for Decision Making
  • Implementation
  • Government Partnership

IT security is inherently complex in a large decentralized organization and is a high-risk area for the department as it further automates data collection and enhances IT systems and applications. An increased prevalence of security breaches across government indicates an environment of heightened threat and rapid change. Staying ahead of these threats requires continuous risk assessment, testing and monitoring and regular review of the Department’s IT security plans and controls.

The Audit of Information Technology Security (April 2015) found some elements of an IT security program in place, with opportunities to improve the governance framework in areas of IT security policy requirements, responsibility for IT security in regions, risk management, proactive planning, and on-going monitoring of compliance with federal government requirements.

As a requirement of the TB Policy on Government Security, the Deputy Head is responsible for ensuring that periodic reviews are conducted to assess whether the Department’s security program is effective.

Audit of Physical Security High

The preliminary objective of the audit is to assess the adequacy and effectiveness of the management control framework in place to support the physical security function at INAC as well as its compliance with the Treasury Board’s Policy on Government Security and other relevant policies, directives and standards.

The preliminary scope of the audit will be to examine the governance, risk management and internal controls designed to ensure that information, assets and personnel are protected.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: Physical Security

Maps to Corporate Risk Profile

  • HR Capacity
  • Information for Decision Making
  • Implementation
  • Government Partnership
A strong physical security program is important to safeguard assets and information and protect personnel. INAC operates a large decentralized network of offices, many of which are co-located with other government and non-government tenants. Maintaining appropriate control in these environments is inherently challenging and complex, particularly where INAC does not control central access to the facility. Further, strong security practices hinge on a strong security culture, a culture in which all employees are vigilant in identifying security threats and implementing the security program.
Management Practices Review of the Nunavut Region High

The review will consist of assessing management practices and assisting in identification of challenges experienced by the Region. In addition, the review team will work with management in identifying options to appropriately and pragmatically delineate functions, roles, governance structures, and processes, as well as vetting these options for the "best fit" and developing a high-level implementation plan to manage these challenges.

The specific objective and scope of the review will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: N/A
  • Activity : N/A

Maps to Corporate Risk Profile

  • HR Capacity
  • Information for Decision Making
  • Government Partnership
  • Indigenous Relationship

This is one of the last two regions to be included in the third round of management practices initiatives, which started in 2015-16. In this new approach, AASB is focusing its attention to the areas of highest need in terms of issues noted in previous audits, reviews and other engagements. In addition, the review team will work with management in identifying options to appropriately and pragmatically delineate functions, roles, governance structures, and processes, as well as vetting these options for the "best fit" and developing a high-level implementation plan to manage these challenges.

Management Practices Review of the Yukon Region High

The review will consist of assessing management practices and assisting in identification of challenges experienced by the Region. In addition, the review team will work with management in identifying options to appropriately and pragmatically delineate functions, roles, governance structures, and processes, as well as vetting these options for the "best fit" and developing a high-level implementation plan to manage these challenges.

The specific objective and scope of the review will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: N/A
  • Activity : N/A

Maps to Corporate Risk Profile

  • HR Capacity
  • Information for Decision Making
  • Government Partnership
  • Indigenous Relationship

This is one of the last two regions to be included in the third round of management practices initiatives, which started in 2015-16. In this new approach, AASB is focusing its attention to the areas of highest need in terms of issues noted in previous audits, reviews and other engagements. In addition, the review team will work with management in identifying options to appropriately and pragmatically delineate functions, roles, governance structures, and processes, as well as vetting these options for the "best fit" and developing a high-level implementation plan to manage these challenges.

Audit of INAC’s Engagement with Indigenous Nations Very High

The preliminary objective of the audit is to assess the efficiency and effectiveness of INAC’s processes for engaging with Indigenous nations in support of the development and renewal of INAC’s policies, approaches, programs and services. In assessing INAC’s engagement processes, the audit will examine the process horizontally, i.e. through a sample of programs and/or regions, and will consider coordination and integration with other federal departments.

The preliminary scope of the audit will cover all consultation funds including: engaging with Indigenous Peoples Initiatives, contributions to support the basic organizational capacity of representative aboriginal organizations, contributions for the purpose of consultation and policy development, and the Federal Interlocutor's Contribution Program. As a point of clarification, the scope of this audit does not include activities related to the legal "duty to consult and accommodate".

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: Managing Public Consultation and Stakeholder Engagement

Maps to Corporate Risk Profile

  • Government Partnership
  • Indigenous Relationship
  • External Relationship

The Government of Canada is committed to engaging with Indigenous peoples in the development of all policies, programs, and services. INAC engages in dialogue with individuals, associations, organizations and other levels of government through online surveys and feedback forms, face-to-face discussions, focus groups and other forums. In some cases, minor legislative changes are based on feedback and informal discussion that reflects regular conversations with First Nations, Inuit, Métis and Northerners.

Engagement and consultation activities reflect the government's commitment to a whole-of-government approach to Nation-to-Nation relationships. With the renewed focus on engagement and consultation assurance is needed to ensure these activities continue to help develop better informed and more effective policies and programs for Indigenous peoples.

Audit of Data Management and Decision Support Very High

The preliminary objective of the audit is to assess the readiness for and implementation of the Treasury Board Policy on Results. In assessing readiness, the audit would examine how and where data is managed, as well as access, availability and use of relevant information and performance metrics to support decision-making.

The preliminary scope of the audit may include an examination of the effectiveness of governance and control processes for collection and ownership of data, as well as, the reliability and integrity of reporting. The audit may also include follow-up on the progress the Department has made since the completion of the Audit of Performance Measurement in January 2017.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: Performance Measurement and Reporting / Business Intelligence and Decision Support Services / Records, Document Management and Archival Services / Data Management Services

Maps to Corporate Risk Profile

  • HR Capacity
  • Information for Decision Making
  • Implementation

The Corporate Information for Decision-Making Risk acknowledges the importance of having access to reliable information to support decision making and accountability reporting. Timely, relevant, complete and accurate information facilitates both policy development and the Department’s ability to demonstrate achievement of results. In the absence of reliable information, there is increased risk that decision-making may not consider horizontal implications and resources may not be used efficiently, leading to inconsistencies in program delivery and sub-optimal programs.

With the implementation of the Treasury Board Policy on Results INAC will need to place emphasis on clearly defining desired results, performance indicators and performance targets. Results reporting will require enhancements to data, systems, analytical capacities and reporting functions.

Audit of Consultation and Accommodation Very High

The preliminary objective of the audit is to assess the adequacy and effectiveness of the management controls in place for consultation and accommodation to ensure that the Department is fulfilling its legal "Duty to Consult".

The preliminary scope of the audit includes both the support given by the Consultation and Accommodation unit to internal and external stakeholders, as well as the Department's implementation of consultation requirements with Indigenous people and communities.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: The Government
  • Activity: Consultation and Accommodation/ Aboriginal Governance Institutions and Organizations

Maps to Corporate Risk Profile

  • HR Capacity
  • Information for Decision Making
  • Implementation
  • Government Partnership
  • Indigenous Relationship
  • Legal

Government of Canada departments and agencies are responsible for considering and understanding how and when their activities could have an adverse impact on Indigenous and treaty rights. As per the 2007 Government of Canada Action Plan, the Crown has adopted a whole-of-government approach to Aboriginal consultation and INAC has been mandated to lead the development and support the implementation of this approach. There are significant legal ramifications and liabilities that result from a failure to properly consult Indigenous people and communities. There are increasing demands on the part of First Nations for engagement and courts have frequently ruled against industry and governments on the grounds that sufficient consultation has not taken place.

The Audit of Consultation and Accommodation (2014-15) found that INAC’s management controls with respect to legal duty to consult are in place, however, some areas for improvement were noted to strengthen department-level coordination and streamline the processes for seeking legal advice from Justice Canada.

Audit of Internal Controls over Financial Management High

The preliminary objective of the audit is to assess the integrity of and compliance with INAC’s Internal Control Management Framework, specifically as it relates to having an on-going, systematic, integrated approach to monitoring. This audit will also assess the clarity of accountability, roles and responsibilities.

The preliminary scope of this audit will include an examination of the processes and mechanisms in place to implement and follow to the Treasury Board Policy on Internal Control.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: Expenditure Control

Maps to Corporate Risk Profile

  • HR Capacity
  • Information for Decision Making
  • Implementation

INAC’s Internal Control over Financial Management Strategy includes an assessment/testing methodology that identifies key controls and outlines the steps to test their design and operational effectiveness, to remediate gaps or weaknesses and for an on-going monitoring approach.

The Audit of Internal Controls Over Financial Reporting (2014-15) found while progress is being made on Policy on Internal Controls compliance, issues were identified related to communication of changes, level of testing completed, the INAC methodology, management of performance and reporting by external consultants, and other areas.

Audit of Litigation Management High

The preliminary objective of the audit is to assess the adequacy and effectiveness of controls in place to support the efficient management of litigation files within INAC and with INAC’s dealings with the Department of Justice.

The preliminary scope of the audit includes an examination of the governance, risk management and control practices in place to ensure that the Department's objectives with respect to Litigation Management are met.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: Litigation Management

Maps to Corporate Risk Profile

  • HR Capacity
  • Implementation
  • Government Partnership
  • Indigenous Relationship
  • Legal

Litigation is a highly complex area with a high degree of sensitivity and visibility, with significant impacts on departmental decisions and Indigenous relationships.

Due to previous reviews of legal services across the federal government there has been limited internal audit activity of litigation management with the last audit activity being a Preliminary Survey of Litigation Management (2011-2012). This survey found issues related to coordination and/or duplication of activities; risk based controls in the litigation management process; and additional work required to assess financial trend analysis.

System Under Development Audit of the Indian Registration and Estates Management System Very High

The preliminary objective of the audit is to assess the adequacy and effectiveness of the project management framework and controls in place to support the successful implementation of the Indian Registration and Estates Management System project.

The preliminary scope of the audit includes an examination of governance, risk management and control practices related to the implementation of the project.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: The People
  • Activity: Registration and Membership

Maps to Corporate Risk Profile

  • Implementation
  • Indigenous Relationship
  • Legal

Indian registration information is central to many INAC programs, initiatives and operational activities including the Secure Certificate of Indian Status and Estates Management, as well as to other government departments. As a result, the integrity of registration data is crucial to ensuring that only eligible individuals receive access to federal government programs and services.

Individual Affairs Branch is implementing a new Indian Registration and Estates Management System (IREMS) to replace four existing, separate and aging systems - the Indian Registration System, the Secure Certificate of Indian Status Web Application, the Estates Reporting System, and the Treaty Payment System – with a streamlined and integrated data management capacity. Assurance is required to ensure the effective and successful implementation of the IREMS project.

Audit of INAC’s Policy Development Process Very High

The preliminary objective of the audit is to assess the efficiency and effectiveness of INAC’s policy development and approval processes, including the degree to which policy decisions are informed through internal and external engagement, research, analysis and collaboration.

The preliminary scope of the audit includes the design and approval processes for new and renewed programs, including contributions of departmental functions and programs that feed into these processes to provide information to decision makers.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: Strategic Policy Development and Government Relations

Maps to Corporate Risk Profile

  • Information for Decision Making
  • Implementation
  • Indigenous Relationship
  • Legal

The Department is faced with an ambitious reform agenda that includes commitments to engage on, review, update and transform legislation, regulations, policies, fiscal approaches, operational practices and programs. The degree of change will have an impact on departmental governance structures, decision making processes, program design processes and people (both INAC staff and Indigenous stakeholders).

In concert with the Audit of INAC’s Engagement with Indigenous Nations, this audit will help to identify opportunities to enhance and streamline departmental structures and processes to improve the effectiveness of these transformation initiatives.

Audit of Contingent Liabilities Very High

The preliminary objective of the audit is to assess the adequacy and effectiveness of the management controls for quantifying and reporting on contingent liabilities (environmental, claims and litigation and loan guarantees).

The preliminary scope of the audit is to examine the design and efficiency of management's key financial controls intended to provide assurance that contingent liabilities disclosures are accurately quantified and reported in accordance with applicable Treasury Board, Public Sector Accounting Standards and INAC policies, standards and guidelines.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: Liabilities

Maps to Corporate Risk Profile

  • Information for Decision-Making
  • Legal
  • Environmental

Contingent liabilities arise in the normal course of INAC’s operations and include environmental liabilities, claims and litigation and loan guarantees. By their nature, contingent liabilities are inherently difficult to estimate given the complexity of related accounting rules and the reliance on management assumptions in arriving at an appropriate and defendable figure. As per recent Office of the Auditor General of Canada audits of Public Accounts, estimating contingent liabilities has been a significant challenge for INAC.

All three liability categories have had some level of audit coverage through more focused individual audits (e.g. Contaminated Sites Programs and Specific Claims), however, the last audit to take a comprehensive view of all contingent liabilities was the Audit of Liabilities in June 2009. This audit noted improvements required in management controls, the need for increased use of technical experts and gaps in documentation to support estimates.

Audit of Economic Development Programs High

The preliminary objective of the audit is to assess the adequacy and effectiveness of management controls for funding provided to recipients under the Economic Development Programs to ensure that benefits or results are consistent with program goals and terms and conditions, that appropriate performance and reporting requirements are established, and that activities are monitored to ensure compliance with program terms and conditions and funding agreements.

The preliminary scope of the audit will include an examination of the adequacy of controls through testing of key controls in a sample of funding awarded.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: The Land and Economy
  • Activity: Lands and Economic Development Services / Investment in Economic Opportunities

Maps to Corporate Risk Profile

  • Information for Decision-Making
  • Implementation
  • Indigenous Relationship
  • External Relationship
  • Legal

Many Indigenous communities face barriers to economic development including large distances to markets, lack of infrastructure to efficiently exploit resources, limited access to capital and constrained human resources capacity. At the other end of the spectrum, there are communities with considerable experience dealing with ever more complex economic development opportunities, particularly First Nations near urban centers or in areas of intense resource development.

The Audit of Economic Development Programs (2013-14) found control practices related to economic development programs were adequate and effective, however, opportunities for improvement were noted in the areas of performance measurement; risk management; quality assurance and compliance; and information management.

Audit of the Management Control Framework for Grants and Contributions 2017-2018 (conducted annually) Very High

The objective of this recurring audit of the management control framework for grants and contributions is to assess the adequacy and effectiveness of the management control framework for grant and contribution programs. The specific objectives and scope of this audit will be determined on the basis of a risk assessment completed during the planning phase. The risk assessment and scope determination will take into consideration the changing and evolving management control framework, departmental programs and risk environment.

In assessing the adequacy and effectiveness of selected controls, the audit will typically examine their application horizontally, i.e. through a sample of programs and regions.

Maps to Program Alignment Architecture

  • Strategic Outcome: Internal Services
  • Activity: Grants and Contributions

Maps to Corporate Risk Profile

  • Information for Decision Making Government Partnership
  • Indigenous Relationship
  • External Relationship

Grants and contributions are the primary transfer payment vehicles through which INAC programming is delivered. In addition to being financially material (over $6 billion annually), INAC continues to implement a strengthened Management Control Framework for Grants and Contributions to achieve the expected improvements reflected in the Policy on Transfer Payments, e.g. risk-based program frameworks, recipient agreements and recipient auditing, reduced reporting burden on recipients. In 2016-17, a Preliminary Survey of Grants and Contributions was completed as this was viewed as providing higher value during a time of extensive change (e.g., new program investments and commitments to renew and reform transfer payment approaches and programs).

Audit of INAC’s Capacity Strengthening Supports to Community Governments Program Very High

The preliminary objective of the audit will be to assess the effectiveness of INAC’s programs, activities and approaches that support strengthening of Indigenous nation governance and administrative capacities.

The preliminary scope of the audit includes INAC programs, initiatives, supportive activities, approaches, and default prevention and remediation activities intended to support Indigenous community governments.

The specific objective and scope of the audit will be determined during the planning phase based on an assessment of risks.

Maps to Program Alignment Architecture

  • Strategic Outcome: The Government
  • Activity: First Nations Governments / Aboriginal Governance Institutions and Organizations

Maps to Corporate Risk Profile

  • Information for Decision Making
  • Implementation
  • Government Partnership
  • Indigenous Relationship
  • External Relationship

The Government of Canada is committed to supporting Indigenous nations in advancing their self-determined goals and priorities and evolving their political and legal forms of government. The Department provides these supports through its many programs, investment frameworks, fiscal approaches, self-government processes, supports to Indigenous institutions, relationships with Indigenous representative organizations, and most importantly, its nation-to-nation relationships with each Indigenous nation.

The Audit of Capacity Development (2013) found that, while progress had been made, significant work was still required to improve the design, integration and reporting on capacity development programs and the delivery of capacity development supports. The audit also found that approaches to working with Indigenous communities and the types of investments being made by the department varied from one region to another. Since this audit was completed, the Department has focused effort on evolving its community development frameworks and approaches.

 

 

Appendix E – Changes to the Audit Plan

Removed, Deferred or Added Audit

The table below identifies all the changes from the 2016-2017 to 2018-2019 Risk-Based Audit Plan.

 Removed or Deferred Audits
Audit Name and Year Planned Rationale
Audit of Lands Management This audit is postponed to 2018-2019.
Audit of the Family Violence Prevention Program (2017-2018) This audit is postponed to 2018-2019.
Audit of IM/IT Governance (2017-2018) This audit is postponed to 2018-2019.
Audit of the Contaminated Sites Program (2018-2019) This audit is postponed to 2019-2020.
Audit of the Negotiation of Comprehensive Land Claims and Self-Government Agreements (2018-2019) This audit is postponed to 2019-2020.
Audit of Metis Relations and Rights Management, and Non-Status Indian Relations Program (2018-2019) The audit is postponed to 2019-2020.
Audit of the Education Information System (2018-2019) The audit is postponed to 2019-2020.
Audit of the Water and Wastewater Infrastructure Program (2017-2018) This audit has been removed from the plan and replaced by the Audit of the On-Reserve Housing Program in 2019-2020.
Audit of the Education Facilities Program (2017-2018) This audit has been removed from the plan and replaced by the Audit of the On-Reserve Housing Program in 2019-2020.
Audit of the Housing Program (2018-2019) This audit has been removed from the plan and replaced by the Audit of the On-Reserve Housing Program in 2019-2020.
Office of the Comptroller General Horizontal Internal Audit of Information Technology Security (Phase II) (2017-2018) This audit has been removed from the plan and replaced by the Office of the Comptroller General Horizontal Internal Audit of Human Resources Planning in 2017-2018.
Audit of the Indian Registration System (2017-2018) This audit has been removed from the plan and replaced by the System Under Development Audit of the Indian Registration and Estate Management System in 2017-2018.
Audit of Capacity Development (2018-2019) This audit has been removed from the plan and replaced by the Audit of INAC's Capacity Strengthening Supports to Community Governments Program in 2017-2018.
Audit of Post-Secondary Education Program (2017-2018) As this project is no longer considered a high priority, it was removed from the plan.
Management Practices Review of the Chief Financial Officer Sector (2018-2019) Adequate coverage of the Sectors is being achieved through program area and internal services audit therefore this review was removed from the plan.
Management Practices Review of the Resolution and Individual Affairs Sector (2018-2019) Adequate coverage of the Sectors is being achieved through program area and internal services audit therefore this review was removed from the plan.
Management Practices Review of the Northern Affairs Organization (2018-2019) Adequate coverage of the Sectors is being achieved through program area and internal services audit therefore this review was removed from the plan.
 
 Additions
Audit Name and Year Planned Rationale
Audit of INAC's Engagement with Indigenous Nations (2017-2018) Due to this audit being considered a very high priority, it is being added to the Plan for 2017-2018.
Audit of INAC's Capacity Strengthening Supports to Community Governments Program (2017-2018) Due to this audit being considered a very high priority, it is being added to the Plan for 2017-2018.
Audit of Consultation and Accommodation (2017-2018) Due to this audit being considered a very high priority, it is being added to the Plan for 2017-2018.
Audit of Physical Security (2017-2018) Due to this audit being considered a high priority, it is being added to the Plan for 2017-2018.
Audit of INAC's Policy Development Process (2017-2018) Due to this audit being considered a very high priority, it is being added to the Plan for 2017-2018.
Audit of Data Management and Decision Support (2017-2018) Due to this audit being considered a very high priority, it is being added to the Plan for 2017-2018.
Audit of IT Security (2017-2018) Due to this audit being considered a high priority, it is being added to the Plan for 2017-2018.
System Under Development Audit of the Indian Registration and Estates Management System (2017-2018) Due to this audit being considered a very high priority, it is being added to the Plan for 2017-2018.
Audit of Internal Controls over Financial Management (2017-2018) Due to this audit being considered a high priority, it is being added to the Plan for 2017-2018.
Audit of the Urban Indigenous Participation Program (2018-2019) Due to this audit being considered a high priority, it is being added to the Plan for 2018-2019
Audit of Financial Planning, Forecasting and Budgeting (2018-2019) Due to this audit being considered a high priority, it is being added to the Plan for 2018-2019
Audit of Accounts Receivable (2018-2019) Due to this audit being considered a high priority, it is being added to the Plan for 2018-2019
Audit of INAC's Process to Support Legislative and Regulatory Drafting (2018-2019) Due to this audit being considered a high priority, it is being added to the Plan for 2018-2019
Audit of Classification Policies and Procedures (2018-2019) Due to this audit being considered a high priority, it is being added to the Plan for 2018-2019
Audit of Internal Communications (2018-2019) Due to this audit being considered a high priority, it is being added to the Plan for 2018-2019
 
 
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